Migrolino CEO M. Laenzlinger, Executive MBA

CEO Migrolino Markus Laenzlinger (English) Markus Laenzlinger CEO Migrolino, Executive MBA Worin lag

CEO Migrolino Markus Laenzlinger (English)
CEO Migrolino Markus LaenzlingerMarkus Laenzlinger
CEO Migrolino, Executive MBA

Worin lag Ihre persönliche Motivation, den Executive MBA zu absolvieren?
Ich wollte den unternehmerischen Herausforderungen in meinem „vibrierenden“ wirtschaftlichen Umfeld mit einem Auf- und Ausbau meiner betriebswirtschaftlichen Werkzeuge begegnen. Ich war überzeugt, in der Weiterbildung auch mein persönliches Netzwerk auszubauen und wollte mich mit Personen in gleichen oder ähnlich gelagerten beruflichen Situationen austauschen.

Aus welchen persönlichen / fachlichen / institutionellen Gründen haben Sie das Lorange Institute of Business gewählt.
Ich sagte mir: Klein, aber fein. Das Lorange Institute mit seinem MBA Programm sehe ich in gewisser Weise als Pionier in der Schweiz: international ausgerichtet in Bereichen wie Lehrmittel, Professoren, Unterrichtssprache (Englisch). Dazu kommen die Living Cases (Fallstudien im Gegensatz zu den theoretischen Harvard Cases). Ich bezog mich auch auf  Erfahrungen Dritter mit dem Institut und dabei fiel ebenfalls der hohe Innovationsgrad auf, dieses „thinking out oft the box“, etwas provokativ formuliert: kein Einheitsbrei, wie ihn viele andere Business Schools anbieten. Tüpfelchen auf dem i war die Möglichkeit, die Weiterbildung in Teilzeit (berufsbegleitend) zu absolvieren.

Welche Erwartungen haben sich bestätigt oder erfüllt, Welche nicht?
Eigentlich durchs Band alle. Es wurde viel Erreicht in der Konsolidierung der Akkreditierungen und der Anerkennung dieser in meinen Augen ausgezeichneten Ausbildung – relativ zu den anderen Anbietern. Daran muss jedoch sicher noch weiter gearbeitet werden.

Was erlebten Sie als besonders positiv am Studiengang in Horgen? Und weshalb?
Wie schon erwähnt stechen hier bestimmte Dinge heraus: vor allem das Curriculum der Ausbildung, die Flexibilität hinsichtlich Kombination Ausbildung/Beruf, die Lehrkräfte, aber auch äussere Faktoren wie Lage und Infrastruktur des Campus‘ sowie die „echten Fallstudien“ über die verschiedenen Ausbildungsmodule hinweg.

Viel Lob viel Ehr’ – doch das beurteilen Sie kritisch?
Peter Lorange, der Gründer des Instituts, ist weltweit eine der Persönlichkeiten in der akademischen Businesslehre und eine lebende Legende. Der Vorteil, sich als EMBA Student mit einer „Institution“ wie Peter austauschen zu dürfen, müsste noch stärker in den Vordergrund gebracht werden: Ich würde mir als EMBA-Teilnehmer wünschen, einmal pro Block eine Stunde lang mit Peter zu diskutieren und mich auszutauschen.

Wächst dieses Bewusstsein, wächst die Nachfrage und mit der Nachfrage die Bedeutung der Institution. Einfach gesagt, jedoch nicht so einfach umzusetzen. Ich habe das Vertrauen, dass Philipp Boksberger und sein Team dies erreichen werden.

Kritisch beurteile ich das Verhältnis der Alumni-Organisation GAA mit dem Institut; ich wünschte mir, sie wäre weniger vergangenheitsverhaftet als besser zukunftsorientiert. Schliesslich ist der Alumni-Pool enorm gross. Auch in der Migros Generaldirektion haben Ehemalige des Lorange Institutes Einsitz.

Welches sind ihre ganz persönlichen Learnings? Gibt es konkrete Bereiche, in denen Sie heute sicherer oder kompetenter auftreten?
Ich erwähne zuallererst die Vorbereitung auf eine Thematik, die Lösungserarbeitung von Sachverhalten unter Gruppendynamik und Zeitdruck mit einem Quentchen Egoismus. Wenn man mich fragt, was dies heisst, erkläre ich dies so:

Vor jedem zweiwöchigen Block (es gab etwa 8-10 davon) musste jeder Student bis zwei Wochen vor Beginn – quasi als Eintrittsticket – einen Pre-Test absolvieren mit drei bis fünf Fragen über die im Block behandelten Themen.

Damit diese Fragen beantwortet werden konnten, mussten zwei bis drei Fachbücher der kursleitenden Professoren gelesen werden (Zeitaufwand 4 bis 6 Tage.) mit dem Fazit: Hier geht es um Vorbereitung eines Sachverhaltes.

Im Themenblock arbeiteten wir an der Vertiefung der Theorien, während der „Freizeit“ am Living Case. Parallel dazu lief – ebenso wichtig – die Vorbereitung der persönlichen Prüfung nach Abschluss des Blocks (Zensierung).

Ein EMBA Absolvent, der diesen Mechanismus über 8-10 Blocks durchspielt, hat das Rüstzeug erlernt, um in schwierigen Situationen, unter grosser Gruppendynamik (mit quasi nur „Alpha-Tieren“) zielgerichtet, mit grosser Ausdauer und Sachverstand umsetzbare Lösungen zu erarbeiten.

Diese Rahmenbedingen haben mir Fähigkeiten verliehen, Aspekte, die ich im Militär ansatzweise übte, wirksam in der Geschäftswelt einzusetzen. Blicke ich auf das (in Zusammenarbeit mit meinem Team bei Migrolino) beruflich Erreichte, erkenne ich die grosse Wirksamkeit des am Institut im EMBA Programm Erlernten.

„Banks are inherently not innovative.“

Dear reader Banking has almost become a synonym for turmoill during the last four years. And allthou

Dear reader

Banking has almost become a synonym for turmoill during the last four years. And allthough we all look with a certain scepticism and distrust at the banking world, nobody would seriously question the necessity of a vital and competitive banking system for the world’s economy.

The turbulances in the financial markets have shown more than ever before that even banks must remain highly competitive. Managing funds may look like a commodity, but it isn’t.

What is innovation in banking? What is the future of private banking? What are the most wanted improvements in wealth management?

Our faculty member Kevin D. Stringer will answer these questions on Friday/Saturday, November 10 / 11, in the 2-day study module “Innovation in Banking.

In our October newsletter we published an interview with him, which I would like to share with you.

Hope to see you next Friday!
Yours,
Peter Lorange.

Interview with Prof. Kevin D. Stringer: „Banks are inherently not innovative.“

Banking is a world generally not associated with innovation. As a whole, how can a bank be innovative?

Banks are inherently not innovative due to culture and organization. Only by changing both of these aspects will they become more innovative.

“Performance based pricing is not really linked to innovation.”

Can you exemplify in what terms their culture and organization interferes with innovation?

Bank organizations are typically hierarchical and this limits new ideas and their implementation. Secondly, the banking culture is incentivized for the short term—quarter by quarter. The longer and deeper thinking required for innovation is often neglected.

Innovation in Banking?

Mobile banking is regarded as an essential tool by the new generation of consumers and businesses. Is that the key?

Mobile banking is a modern form of banking, no doubt. But I don’t look at it as an innovation. As a matter of fact, mobile banking is just a transmission channel, which makes data transfer easier. It is also increasingly at risk from cyber threats.

True innovation would be to reconsider investment models, which focus on sustainable energy production, fair trade models and so on. Is that something within the realms of possibility?

The answer depends on how you define true innovation. If you think innovation needs a sustainable foundation like the one you mentioned, then the answer is yes. And in fact, some banks already offer investments in sustainable or “clean” sectors. If you define financial innovation simply as newly developed forms of investments to ensure a customer’s interest, it can be anything.

Quite a few banks have a performance-based fee structure. Do you consider this to be the right way or is it rather a strategy away from innovation, back to maximizing profits?

Performance based pricing is not really linked to innovation. It is just one among several ways for banks to earn money.

How important are competences such as behavioral finance and macro-political insights?

Both are extremely important. Banking clients ultimately make decisions based upon behavioral mechanisms. Similarly, banking, as an industry, operates in a broad, geopolitical context. To understand the relation of political issues and investments is vital for financial consultants.

How much innovation is imposed by regulations (like the ‘clean money’-strategy of some Swiss banks)?

If you understand innovation as new strategies or operating models, then regulation is largely driving this change.

Dr Kevin D. StringerDr. Kevin D. Stringer is the full-time Chair, Walker School of Business and Technology, Webster University Geneva and a Visiting Professor at Thunderbird School of Global Management. He teaches as a professor in graduate international affairs programs in various countries, and lectures in international banking at the Swiss Finance Institute. With extensive management and leadership experience at three major Swiss banks, he has expertise in financial institutions, banking operations, wealth management, the European Monetary Union (EMU),and offshoring / outsourcing strategies for the financial services industry. His research interests are correspondent and transactional banking, offshoring / outsourcing, strategic banking operations, and microstates. He holds a PhD from the University of Zurich, an MA from Boston University, and a BSc from the US Military Academy at West Point.

Let’s create a dynamic MBA!

Dear reader some of you might have read the Financial Times this week and even stumbled over the art

Dear reader

some of you might have read the Financial Times this week and even stumbled over the article with the exclamation header: 

Rip up the existing MBA and start afresh

When I read the headline I immediately thought that this was nothing less than what I have been repeating for years! Of course we have to develop the MBA or we end up with a – excuse my language – master of bullshit and administration instead of what the economy needs: masters of business administration.

I am the last in a row to bury the MBA! But I am so fully convinced that the system needs change. For why should we, the business schools, stand still while all other system relevant parameters evolve. Society and economy do not stall but so does the MBA offered by so many business schools.

I don’t want to reiterate everything that is said by Jeanette Purcell *), the author of the article, but only a few bits and pieces:

What is needed is a review of the MBA and a more innovative approach to its design and delivery. A good start would be to rip up the existing model and start again, focusing on the MBA’s primary objective – to develop effective business people. Rebuilding the degree in this way would produce a very different MBA.The redesign would allow scope for considering how to develop skills as well as knowledge, how to make better use of students’ existing experiences and how to incorporate innovative learning and assessment methods. There would be opportunities to develop a more integrated curriculum and to combine the benefits of e-learning with intensive face-to-face tuition or coaching.

Exactly! We in Horgen, at our business school, we have rebuilt the MBA. And it’s so evident that today, it seems simple to me. We intertwined the Master of Science Program with the MBA. In one sentence:

After finishing your MSc program you can – if you like –  ad major subjects and promote to the broader MBA, or you take your diploma (MSc with four majors) and are ready for new job opportunities: specialization before generalization!

Then there are academic staff to consider, many of whom have an interest in maintaining the status quo and protecting their teaching and research interests. Top faculty staff are scarce and can wield a lot of influence internally. Against this backdrop, deans are understandably cautious about upsetting – and potentially losing – their best people.

Of course! Our business school has no permanent faculty at all. We draw on the best people, the real experts from the respective field, and they are not necessarily from other business schools but also professionals. And as I told Mrs. Della Bradshaw of the Financial Times in an interview (cf. FT, July 27, 2009): ““I will pay back a meaningful fee to the university. I don’t want to be seen as disruptive, as cherry-picking. I don’t want to compete with IMD or Insead: they are doing a great job. But I really believe in this fluidity between schools.“

The MBA is a valuable and respected qualification. But business schools, in responding to demands for yet more content, have lost sight of the MBA’s primary purpose. Now is the time for a fundamental review. An opportunity exists to create a dynamic MBA; one that not only continues to be relevant and important but also has real educational value.

Absolutely! Day after day we are working hard to make our MBA more dynamic, to bring the relevant topics of everyday business to the classroom and let students and faculty discuss it.

I therefore concur with all the major aspects in this article.

Financial Times on Business School such as the Lorange Institute

Yours,
Peter Lorange

*)
Jeanette Purcell is a leadership development specialist and managing director
of Jeanette Purcell Associates. She was chief executive of the Association of
MBAs from 2003-2010.

Konrad Hummler in der Tagesschau des SRF

Unser erster Gastreferent, Dr. Konrad Hummler, zog verständlicherweise das Interesse der Medien

Unser erster Gastreferent, Dr. Konrad Hummler, zog verständlicherweise das Interesse der Medien auf sich. Die Hauptausgabe der Tagesschau des Schweizer Fernsehens sandte am Freitag Abend, 24.2., diesen Beitrag:

Konrad Hummler speech at the Zurich Business Forum

Dear reader last Friday and Saturday we hosted the 4th Zurich Business Forum, our 2-day-event with a

Dear reader

last Friday and Saturday we hosted the 4th Zurich Business Forum, our 2-day-event with a focus on marketing and finance. Of the two keynote speakers we invited, Uli Veigel (marketing) and Dr. Konrad Hummler (finance), especially K. Hummlers lecture was looked forward to with great expectations also due to recent occurences.

I would like to quickly summarize the key points of his speech.

In a remarkable opening he stated that the financial system grew too big and has to shrink. This, he added, would help the so called real economy to gain. He considered the current crisis as more than only a financial crisis but a crisis of collateral and urged that the definition of property rights is crucial for the economy.

Dr. Konrad Hummler spricht am Zurich Business Forum des Lorange Institute of Business

An important question, of course, was the question whether there could be a domino effect further to the ‘Greece’-problem which he denied. Talking about finance and states he also analyzed the development of the growth relation between the real economy and both states and the financial industry. In this matter he sees a clear decoupling of the corporates which is definitely positive.

He concluded his lecture with a few remarks on how to invest and spoke clearly for the real assets (equities) and not the nominal assets.

I would like to repeat my sincere thank to Konrad Hummler for his participation, but I also yield the mentioned Uli Veigel and all the other speakers thanks.

Peter Lorange